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<td class="pageTitle" nowrap="true">Task: Prepare for Project Close-Out</td><td width="100%">
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<td valign="top">This task describes how to complete the formalities associated with project acceptance and close-out, reassign project staff, and transfer other project resources. </td>
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<td>Disciplines: <a href="./../../rup/disciplines/rup_project_management_discipline_F303DA84.html" guid="_yeA1y9nmEdmO6L4XMImrsA">项目管理</a></td>
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<div class="sectionHeading">Relationships</div>
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<th class="sectionTableHeading" scope="row">Roles</th><td class="sectionTableCell" width="42%"><span class="sectionTableCellHeading">Primary Performer:
								</span>
<ul>
<li>
<a href="./../../rup/roles/rup_project_manager_363CE680.html" guid="{EE97A8CD-66CA-4A9B-9871-E3B94CCED528}">项目经理</a>
</li>
</ul>
</td><td class="sectionTableCell"><span class="sectionTableCellHeading">Additional Performers:
								</span></td>
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<th class="sectionTableHeading" scope="row">Inputs</th><td class="sectionTableCell" width="42%"><span class="sectionTableCellHeading">Mandatory:
								</span>
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<li>
<a href="./../../rup/workproducts/rup_iteration_assessment_D08C6F7.html" guid="{06114AF1-4D98-46B5-AE8B-DDEDFFE9B42B}">迭代评估</a>
</li>
<li>
<a href="./../../rup/workproducts/rup_project_plan_D89CA030.html" guid="{D77D6716-B167-4643-A4B6-6F76C7769A80}">软件开发计划</a>
</li>
<li>
<a href="./../../rup/workproducts/rup_issues_list_40ACA7DC.html" guid="{78157368-E2D1-457E-84AF-D8D2C1C20B97}">问题列表</a>
</li>
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</td><td class="sectionTableCell"><span class="sectionTableCellHeading">Optional:
								</span>
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<li>None</li>
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<th class="sectionTableHeading" scope="row">Outputs</th><td class="sectionTableCell" colspan="2">
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<li>
<a href="./../../rup/workproducts/rup_project_plan_D89CA030.html" guid="{D77D6716-B167-4643-A4B6-6F76C7769A80}">软件开发计划</a>
</li>
<li>
<a href="./../../rup/workproducts/rup_issues_list_40ACA7DC.html" guid="{78157368-E2D1-457E-84AF-D8D2C1C20B97}">问题列表</a>
</li>
<li>
<a href="./../../nup_base/workproducts/project_sum_88396DC6.html" guid="_l3JYIMJtEd2Mcfjx2jqsyw">项目总结</a>
</li>
<li>
<a href="./../../rup/workproducts/rup_status_assessment_A990B5EF.html" guid="{F6D674A6-D71A-4D36-A195-4C888C1D0E70}">状态评估</a>
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<div class="sectionHeading">Main Description</div>
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    Prepare for Project Close-Out occurs after the final delivery of software in the <a class="elementLinkWithUserText" href="./../../rup/customcategories/transition_1018F224.html" guid="_cn2akCVwEdqSZ9OimJ-AzA">Transition Phase</a>. The
    expectation is that there remain no problems that will preclude formal acceptance, and that any issues that do remain
    are documented and handed over for resolution to the customer or other maintenance organization. A final <a class="elementLink" href="./../../rup/workproducts/rup_status_assessment_A990B5EF.html" guid="{F6D674A6-D71A-4D36-A195-4C888C1D0E70}">状态评估</a> will be prepared for the <a class="elementLink" href="./../../rup/tasks/project_acceptance_review_6DB7AB7C.html" guid="{9BA5BD55-B134-4623-BAE1-542121869849}">Project Acceptance Review</a> , if you have one: The customer should acknowledge that all deliverables - product,
    documentation, supporting environment, etc. - and tasks, such as installation and training, have been completed
    according to the contract and its supporting plans. If the customer does not give this acceptance, then there may have
    to be another iteration to resolve the issues that block acceptance.
</p></td>
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<div class="sectionHeading">Steps</div>
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<div class="stepHeading"> Update Project Close-Out Plan and Schedule Activities </div>
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<td><a id="Update Project Close-Out Plan and Schedule Activities" name="Update Project Close-Out Plan and Schedule Activities"></a>
<p>
    The outline of the required tasks already exists in the Project Close-Out Plan section of the Software Development
    Plan. This was prepared early in the project and will probably need to be updated at this time. The Project Manager
    should ensure that a formal schedule for project termination tasks is constructed and agreed with the customer and the
    project's own organization. This schedule should be captured in the Software Development Plan.
</p></td>
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<div class="stepHeading"> Schedule Final Configuration Audits </div>
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<td><a id="Schedule Final Configuration Audits" name="Schedule Final Configuration Audits"></a> 
<p>
    The Project Manager arranges for the final functional and physical configuration audits to be conducted. To do this
    formally, use: <a class="elementLink" href="./../../rup/tasks/perform_configuration_audit_9EB6566A.html" guid="{766CE150-54BC-4BD3-9EAB-09857114B268}">Perform Configuration Audit</a> .
</p></td>
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<div class="stepHeading"> Conduct a Project Post-Mortem Review </div>
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<td><a id="Conduct a Project Post-Mortem Review" name="Conduct a Project Post-Mortem Review"></a> 
<p>
    A post-mortem review is held to determine whether the project is ready for final, formal acceptance by the customer,
    and subsequent close-out. The <a class="elementLink" href="./../../rup/workproducts/rup_iteration_assessment_D08C6F7.html" guid="{06114AF1-4D98-46B5-AE8B-DDEDFFE9B42B}">迭代评估</a> for the previous iteration and the <a class="elementLink" href="./../../rup/workproducts/rup_issues_list_40ACA7DC.html" guid="{78157368-E2D1-457E-84AF-D8D2C1C20B97}">问题列表</a>
    are reviewed to make sure any residual issues are understood and have an owner in the support and maintenance
    organization. If there was a formal acceptance test, the status of results and corrective actions should be reviewed,
    to ensure there are no showstoppers going into the formal Project Acceptance Review. The state of&nbsp;the <a class="elementLink" href="./../../rup/disciplines/rup_deployment_discipline_A1C86C42.html" guid="_yd3E1NnmEdmO6L4XMImrsA">部署</a>&nbsp;discipline should be examined to ensure that installation, training and
    transition have completed, or that remaining tasks can complete without prejudice to acceptance. The Project Manager
    produces a <a class="elementLink" href="./../../rup/workproducts/rup_status_assessment_A990B5EF.html" guid="{F6D674A6-D71A-4D36-A195-4C888C1D0E70}">状态评估</a> that captures the results of the post-mortem review and the
    configuration audit, in preparation for the Project Acceptance Review.
</p></td>
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<div class="stepHeading"> Complete Acceptance Action Items </div>
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<td><a id="Complete Acceptance Action Items" name="Complete Acceptance Action Items"></a>
<p>
    There may be some remaining actions following the Project Acceptance Review and acceptance may be conditional upon
    completion of these. The Project Manager initiates work to resolve these items.
</p></td>
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<div class="stepHeading"> Close Out the Project </div>
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<td><a id="Close-Out the Project" name="Close-Out the Project"></a> 
<p>
    The project manager handles the remaining administrative tasks of project termination. These will include:
</p>
<blockquote>
    <ul>
        <li>
            Ensuring that the project is formally accepted: the contract and the Product Acceptance Plan will describe the
            requirements. In the end, what is needed, in effect, is signed agreement from the customer that all contracted
            deliveries have been made, meet the contracted requirements and are accepted into ownership by the customer;
            all contracted tasks (including acceptance test, if any) have been successfully completed; and that the
            customer takes all further responsibility (warranty and latent defect claims aside), for the products and any
            residual issues and actions associated with them.
        </li>
        <li>
            Settling the project's finances - making sure all payments have been received and all suppliers and
            subcontractors paid. Organizational policy or other regulatory requirement may also require a more formal audit
            process at project termination, covering the project's finances, budgeting process, and assets.
        </li>
        <li>
            Archiving all project documentation and records.
        </li>
        <li>
            Transferring any remaining (non-deliverable) hardware and environment assets to the owning organization's pool
            of assets.
        </li>
        <li>
            Transfer the project measurements to the corporate historical database.
        </li>
        <li>
            Reassign remaining project staff: if possible, this should not be done abruptly. Most projects can accommodate
            a gradual ramp-down of staff levels, and allow a smoother transition of staff to other projects. The project
            manager should ensure that the project knowledge and responsibilities of departing staff have been transferred
            to those remaining. Staff performance reviews should also be conducted as staff are transferred.
        </li>
    </ul>
</blockquote><br />
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<td class="copyright">Copyright &copy; 2008 版权所有 东软集团股份有限公司&nbsp; 联系邮箱:<a href="mailto:tcoe@neusoft.com">tcoe@neusoft.com</a></td>
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